Bronkhorst UK

A Message from Lord Pickles and Lord Blunkett, followed by Bronkhorst UK's best practice article

The ability to listen and learn from one another has always been vital in parliament, in business and in most aspects of daily life. But at this particular moment in time, as national and global events continue to reiterate, it is uncommonly crucial that we forge new channels of communication and reinforce existing ones. The following article from Bronkhorst UK is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.

Blunkett signature Rt Hon The Lord David Blunkett, MP
Pickles signature Rt Hon The Lord Eric Pickles, MP

www.bronkhorst.co.uk

1BRONKHORST UK |
BEST PRACTICE REPRESENTATIVE
General Manager James Walton
The Bronkhorst
instrument range
Bronkhorst UK, founded in 2002, was originally based in
Sawston, Cambridgeshire, but relocated to Newmarket
in 2010. It is a wholly owned subsidiary of Dutch firm
Bronkhorst High-Tech, who produce mass flow measurement
and control instruments that “put the bubbles in chocolate
and control the trajectory of satellites in space”. The UK
arm of the business, however, focuses on sales and service.
General Manager James Walton took over in January 2016 and
consequently redesigned the way the business was managed.
He tells
The Parliamentary Review
more.
At our Newmarket headquarters, we employ six full-time and two part-time staff;
in the field, we have five area sales managers and one business development
manager. As a primary sales office, we process all of our leads, quotes and orders
in-house, thereby equipping us to offer a comprehensive aftersales service,
including the specialist calibration of Bronkhorst instruments.
Explaining what we do is one of the best things about doing what we do. Not
many people have come across a thermal or Coriolis mass flow meter or controller;
this technology, however, is used in the manufacture and inspection of many items
that normal people come into contact with every single day.
Telling people that we put bubbles in chocolate and control the trajectory of
satellites really allows them to build their own perspective of we do. It’s accurate,
too – our instruments do control the gas flow in chocolate production to ensure
consistent bubble density and size. They do also control the flow of xenon in
satellites to ensure positional accuracy.
FACTS ABOUT
BRONKHORST UK
»General Manager:
JamesWalton
»Founded in 2002
»Based in Newmarket,
Cambridgeshire
»Services: UK sales of mass flow
measurement and control
instruments
»No. of employees: 14 full-time,
2 part-time
»Wholly owned subsidiary of
Dutch firm Bronkhorst
Bronkhorst UK
THE PARLIAMENTARY REVIEW
Highlighting best practice
2| BRONKHORST UK
What do Bronkhorst UK do?
We are a sales and service office. We
sell three things: instrumentation,
calibration and service. Our team is also
trained to deliver aftersales support to a
number of industries in the UK.
There are several large-scale projects
that we are involved in at the moment;
one such example is the introduction
of ultra-low flow chemical dosing for
the British water industry.
We anticipate this will have a number
of effects on the sector. With a level of
low flow dosing control not currently
available on the existing installations,
there will be a lesser requirement for
phosphoric acid. Not only will this
decrease the cost of chemical dosing,
it will also reduce the overall amount
of phosphates being released into
theenvironment.
Developing people and
processes
There are two main factors contributing
to our recent success and confidence
in future growth.
We have invested in the development
of our sales team, allowing them to
operate as consultative partners for the
clients that we work with; our USP is
our team. Developing their skills is key
if we are to ensure that we remain the
partner of choice for future projects
and ongoing buying needs.
Such development requires knowledge,
compassion, understanding and
commitment. Each department has to
work for the benefit of each other –
this means having the right people in
the right roles at the right time. It’s as
simple as that.
In keeping with this sentiment, we
are transitioning members of our
team into new and exciting roles,
and consequently filling their original
positions with those who are keen
toprogress.
Alongside developing our people, we
have also focused on the development
of processes to allow workflows to
move freely between the field and
theoffice.
The first project we took on in this
regard was a transition towards
paperless sales management. We now
have a fully integrated and transparent
system that centralises records of
all sales offers alongside customer
communications for new instrument
sales and aftersales service work.
This means everyone has access to
everything they need, all the time.
Transferring responsibility digitally has
enabled us to remove bottlenecks and
allows us to identify where workflows
may potentially be held up; as a result,
things flow smoothly from the first
contact with a customer right through
to aftersales support.
Bronkhorst high-tech
factory
»WHAT BRONKHORST CUSTOMERS ACHIEVE
A number of water authorities trialled our products earlier this year,
and we are continuing to sell to help customers achieve:
»Accurate chemical dosing control
»Accurate and consistent data, increasing automation of chemical
dosing
»Reduction in the amount of time required to attend remote
chemical dosing facilities
»Reduction in phosphate overdosing
»Necessary redundancy and built-in backup systems that ensure
continual operation
Telling people
that we put
bubbles in
chocolate and
control the
trajectory of
satellites really
allows them to
build their own
perspective of
we do
3BRONKHORST UK |
BEST PRACTICE REPRESENTATIVE
The UK water industry
The UK water industry is not always
an easy sector to work in. There
are the framework agreements
that water companies sign with big
instrumentation suppliers to make
managing their infrastructure easier;
this can, however, make it difficult for
smaller companies to get involved.
Such a structure means that we have
to innovate at levels far beyond those
of our competitors.
When we first applied for national
coverage across the water industry, I
spoke to each of the sales managers in
the business, asking them to approach
companies within their regions to
generate contacts and people of
interest – anyone, really, who would
be willing to investigate our technology
and the benefits it could bring to
theirbusiness.
What we learnt from this project
was that our central message was
becoming diluted. With six different
messages being relayed by different
sales managers to different customers
with differing levels of knowledge
and understanding across the
country, things were understandably
becomingconfused.
For a nationwide project to work, we
needed a single individual, one that
understood the challenges and issues
the customer faced, one that had
the time and resources to develop a
completely fresh sales approach. To
this end, I promoted one of our area
sales managers to national business
development manager with a focus on
the British water industry.
This has ultimately been a successful
endeavour. As an SME, it’s difficult
at times to effectively face a massive,
nationalised industry – there often just
isn’t an immediately apparent way
into the market. Our adaptability and
determination have been invaluable
thus far in penetrating the sector,
however, and we anticipate this will
continue to be the case.
Our restructuring and our transition
to becoming paperless have been
incredibly beneficial, and we will
carry on driving efficiencies to keep
delivering quality sales, service and
support to all Bronkhorst customers,
both longstanding and new.
Things flow
smoothly from
the first contact
with a customer
right through to
aftersales
support
A suite of different gas
flow sensors
Chemical dosing skid
for the pharmaceutical
Industry

www.bronkhorst.co.uk

The Parliamentary Review Publication, in which this article originally appeared, contained the following foreword from Rt Hon Michael Gove.

Rt Hon Michael Gove's Foreword For The Parliamentary Review

By Rt Hon Michael Gove

This year's Parliamentary Review comes at a momentous time for parliament, as we collectively determine the destiny of the United Kingdom. 

On October 31, the UK will leave the European Union. The successful implementation of this process is this government's number-one priority.

Three years after a historic referendum vote, we will deliver on the decisive mandate from the British people. Trust in our democracy depends on it. Until that final hour, we will work determinedly and diligently to negotiate a deal, one that abolishes the backstop and upholds the warm and close relationship we share with our friends, allies and neighbours in the EU. But in the event that the EU refuses to meet us at the table, we must be prepared to leave without a deal.

As the Chancellor of the Duchy of Lancaster, it is my job to lead on this government's approach, should that scenario happen. Preparing for Brexit is my department's driving mission. But while I am leading this turbocharged effort, the whole of government is committed to this endeavour.

Ministers across Whitehall are working together to ensure that every possibility is considered, every plan is scrutinised and every provision is made. A daily drumbeat of meetings means that we are holding departments accountable, so that preparations are completed on time.

The chancellor has confirmed that all necessary funding will be made available. And we have mobilised thecivil service, assigning 15,000 of our most talented civil servants to manage our exit from the EU.

We will make sure that on November 1, there is as little disruption to national life as possible. Our trade relationships will continue to thrive, thanks to agreements with countries around the world worth £70 billion. Our country will remain secure, thanks to nearly 1,000 new officers posted at our borders. And the 3.2 million EU nationals now living and working among us can remain confident, with absolute certainty, of their right to remain in the UK.

Above all, our goal is to be transparent. Soon, we will launch a public information campaign so that citizens, communities and businesses are ready and reassured about what will happen in the event of “no deal”.

In my first few weeks in this role, I have travelled to ports and tarmacs, borders and bridges, all across the UK –from the seaside of Dover to the rolling green hills of County Armagh. I have heard from business owners and border officials, farmers and hauliers. They are ready to put an end to uncertainty. And they are ready to embrace the opportunities ahead.

Our departure from the EU will be a once in a lifetime chance to chart a new course for the United Kingdom. Preparing for that new course will be a herculean effort. But this country has made astounding efforts before. We can do it again.
Rt Hon Michael Gove
Chancellor of the Duchy of Lancaster